Module 7 Leadership Skills in the Global Context

PRESENTER

The evolution of Leadership

Theories

Leadership is about change management.

Leaders are expected to know how to tackle successfully complex problems.

Theories in the field evolved from a focus on the individual to a focus on the process and the team.

Leadership = authority + dynamism

Trait Theory

Trait Theory: ties leadership to specific

traits in individuals. This included likability,

good decision-making skills, integrity and

so forth.

However, we quickly noted that no single

trait or combination of traits ensures the

emergence of a leader.

Behavioral Theory

Behavioral Theory: looks at how leaders behave.

In the 1930s leadership styles were noted as

Autocratic (do not involve the team)

Laissez-Faire (allow the team to operate autonomously)

Democratic (solicit input from the team)

However, these style are going to be needed in different situation and a leader is likely to use them all.

Contingency theory

Contingency theory: this theory argues

that the circumstances would dictate the

leadership approach.

These theories look at external factors as

constraints on decision-making paths and

attempt to forecast the way in which

leaders should operate to optimize results.

Power and Influence Theories

Power and Influence Theories: here we

look at what instruments leaders use in

terms of power and authority to get things

done.

Only after these theories look at how

various types of power (personal and

positional for example) influence

leadership styles.

Transformational Leadership

Transformational Leadership is about a

leader who operates as a ‘facilitator of

visions,’ who can:

Define a vision

Inspire others to work towards that vision

Build and coach the team that is necessary to

deliver the vision

Manage the work that is necessary to the

success of the vision

Innovation and Leadership

We said that leadership is about change and its management.

Innovation is – by definition – change.

Therefore, when we speak of innovation we always find ourselves speaking directly or indirectly of leadership.

9

Public Sector Leadership

Let’s look at: • What is leadership?

• Management vs. Leadership

• Leadership styles

• Collaborative approaches to leadership

• Leadership through dialogue

• Leadership in the OPS

Exercise – Jot down the names of two individuals you consider as leaders

Who comes to mind as great leaders?

10

What do we mean by leadership?

Person?

Position?

Process?

Performance?

Projection?

11

What do we mean by leadership?

Leadership – not solely about people in

particular positions or their qualities but about

the ability to bring attention, resources and

efforts towards particular goals, values and

outcomes.

12

What counts as successful leadership? Public Sector leadership can be controversial and

contested, and with (at any point) the full glare of publicity

Multiple and complex goals – and many “wicked” problems

Is successful leadership where goals have been met? Where public value has been created?

Who decides on what is success? Over what time-frame?

Attributions can vary!

13

“When I’m looking for leadership, I look upwards and wait”

A shift in concept

14

“When I’m looking for leadership, the first place I look, is in the mirror”

Analysis that stands the test of time }

>>> develop leadership at all levels of an organization, not just at the top

>>> lever the team, not just the person; and the power of purpose

Management vs. Leadership

“Management is doing things right, leadership is doing the right things

(Warren Bennis and Peter Drucker)

Management seeks stability & predictability (order)

Management is the ability to organize resources and coordinate the execution of tasks necessary to reach a goal in a timely and cost effective manner

Leadership seeks improvement thru change (disorder)

Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal

15

Leadership is more than Managership … “Underperforming organizations are usually over-managed and under led.”

Warren Bennis, President, University of Cincinnati

“So much of what we call

management consists of making it

difficult for people to do work.”

PETER DRUCKER, Management guru.

Management Leadership

Leadership Management

16

Environmental Scan - a shifting world …

Globalization and new global competitiveness

New technologies and information as the new currency

Families and communities under stress

High unemployment and under-employment

Ageing population and demographic shifts

Climate change and increased environmental awareness

Loss of trust in professions, politicians and institutions

Public sector is experiencing increased pressures and complexity (cost containment; client satisfaction, innovation)

Increased focus on governance, accountability and leadership within the public sector

WHAT IS IMPACTING YOU?

17

The leadership challenge The crucial distinction between ‘tame’ and ‘wicked’ problems:

Tame problems – complicated but resolvable; likely to have occurred before; agreed approaches to address. Leadership role is to provide processes and resources to solve the problem

Wicked problems – complex, interconnected with other problems; lack of agreement over problem or how to tackle it. Leadership role is to ask the right questions and get the right stakeholders involved.

18

Types of Leadership Style

19

Types of Leadership Style

20

Autocratic: Leader makes decisions; high degree of dependency on leader; can create de-motivation and alienation of staff; valuable in some types of business where decisions need to be made quickly Democratic: Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation; consultation before decisions are taken; leader takes decision and seeks to persuade others Laissez-Faire: ‘Let it be’ –leadership responsibilities are shared by all; useful in businesses where creative ideas are important; can be highly motivational; coordination and decision making time-consuming and lacking overall direction; Relies on good team work and interpersonal relations Paternalistic: Leader acts as a ‘father/mother figure’; leader makes decision but may consult; believes in the need to support staff

Factors Affecting Leadership Style

May be dependent on various factors: Risk - decision making and change initiatives based on

degree of risk involved

Type of work – service or product driven?

How important change is – change for change’s sake?

Organisational culture – may be long embedded and difficult to change

Nature of the task – needing cooperation? Direction? Structure?

21

The Collaborative Leader

22

An approach that has worked well in the public sector • Limited emphasis on hierarchy – leader makes decisions when necessary

• Work in a team setting - everyone’s contributions considered equal and respected (experience and expertise cumulative)

• Power is distributed because people need it to accomplish a purpose

• Power/authority is not meant to make someone greater

“There is no place in collaborative leadership for dictatorial power. You are trying to guide, and facilitate, and nurture rather than demand, and tell, and order.”

The Collaborative Leader

23

Challenges: • Time consuming • Demanding • Exhausting • Frustrating when decisions drag out • Messy • Challenging when value sets do not align

Advantages: • More robust decisions; better buy-in; greater motivation; more

advocates; shared ownership; enthusiasm; faster implementation • Deeper relationships; mutual learning; excitement, happiness • Stronger organization, more innovation, creativity, stronger culture,

resiliency, capacity to deal with increasing levels of complexity

Becoming a more effective leader Leader’s primary tools to influence others is authority and communications

Dialogue can enhance and overcome authority

Dialogue needs to be sincere and requires practice

Need to be as open and honest as possible (let others know when you might use your authority)

Help others to understand the system and the role that you play

Use networking to enhance your ability to support the team and your collective work (not your own career development)

Try to understand and appreciate the perspectives of others from their vantage point (staff, clients, stakeholders, industry, politicians, senior executives)

Look to bring something new to the table

Recognize the distinction between your leadership and your own expertise

Be courteous and respectful

24

Leadership Style

25